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Home , 227 series, Ginga (train), Hankyu Kyoto Main Line, Haruka (train), Hiroshima Station, JR Kobe Line

“JR-West Group Medium-Term Management Plan 2022” Overview of Major Initiatives As of May 8, 2019 Red letters: Additions after the announcement of the medium-term management plan FY2019.3 FY2020.3 FY2021.3 FY2022.3 FY2023.3 FY2024.3～ Building tourism routes that combine railways and cruise ships, operating sightseeing trains that link Increasing Regional Setouchi Palette strategic stations and tourist destinations Value Project Developing wide-area tourism routes as a foundation ▼Commencing operation of the Hello Kitty Shinkansen ▼Enhancing strategic stations (Onomichi) Drawing on the appeal of distinctive regional food and souvenirs to develop strategic stations, developing appealing accommodation facilities Developing content that has the ability to draw customers Developing commercial products that feature regional appeal and opening sales routes, establishing and publicizing content combining new perspectives on regional events and attractions Opening an official Twitter account for train operating-status information (English, traditional Hospitality initiatives Chinese, simplified Chinese, Korean), opening Thai-language web site for inbound customers Installing Western-style toilets on 700-series rolling stock Improving reception systems Installing free Wi-Fi in Shinkansen trains (Sanyo/Hokuriku) Enabling Internet reservations from overseas

Considering/implementing campaigns to attract overseas tourists in

Developing and improving wide-area tourism routes Providing diverse products (expanding regional airport usage products and optional tours, etc.) ▼Commencing operation of the Hello Kitty ▼Implementing trial sales of MIZUKAZE targeting overseas ▼Commencing operation of Hello Kitty ▼Converting Singapore office to branch ▼Strengthening promotions in Southeast Asia (Expanding local promoters, etc.) Strengthening promotions ▼Strengthening provision of information using SNS (Establishing an English-language Facebook page, etc.) Strengthening market analysis (accumulating and analyzing big data)

Implementing initiatives related to safe and reliable transportation (Installing platform gates, Creating areas along expanding measures for reinforcement of slopes, etc.) Increasing Railway railway lines Enhancing transportation services Belt Value that people want to reside in and Increasing convenience of IC card tickets visit in order to establish the Kansai ▼Opening of northern section of Higashi Line and metropolitan area Umekoji-Kyotonishi Station on the Opening of brand Opening of Umekita (Osaka) underground station▼ Advancing development/renewal of in-station stores and shopping centers Stations and station building developments ▼Tennoji (east exit) ▼Shin-Osaka▼Tenma ▼Kyobashi (north exit) ▼▼Tamatsukuri ▼Ashiya ▼Tenma ▼LUCUA ▼The CUBE (Kyoto) Advancing development plans for Osaka, Sannomiya, etc.

Advancing city development in railway belts

▼Senrioka▼Ritto ▼Moriyama ▼Shimamoto▼Tennoji Development of areas surrounding stations ▼Kishibe ▼Fukushima▼Tsukamoto ▼ ▼Ibaraki ▼Maya ▼Akashi ▼Okamoto ▼ ▼Tennoji ▼Suma “JR-West Group Medium-Term Management Plan 2022” Overview of Major Initiatives As of May 8, 2019 Red letters: Additions after the▼ Sumaannouncement of the medium-term management plan FY2019.3 FY2020.3 FY2021.3 FY2022.3 FY2023.3 FY2024.3～ Introducing equipment for detecting abnormalities in Introducing equipment that can detect abnormalities in bogies at anearly stage Railway Business Enhancing safety (enhancing railway bogies systems that maintain safety) Replacing the 700 series rolling stock used in direct operation between the Tokaido Shinkansen and the Sanyo Shinkansen with new rolling stock Planing subsequent, steady introduction Introducing new rolling stock with increased safety ▼Replacement of 700-series rolling stock completed (used in direct operation between the Tokaido Shinkansen and Sanyo Shinkansen)

Implementing renovation of Hakata Depot, which supports Implementing aged-equipment updates and work-environment improvements, Introducting the Sanyo Shinkansen equipment that will make possible automatic washing of parts and non-disassembly inspections

Aiming to maintain safe, reliable transportation on the Sanyo Shinkansen, in the Aioi- segment we are working to establish a base for maintenance operations to facilitate more-effective Establishing new Sanyo Shinkansen maintenance bases implementation of ground equipment updates, earthquake countermeasures, etc.

Further advancing earthquake resistance reinforcement Implementing measures to increase the earthquake resistance of structures etc.

Implementing reinforcement of slopes to increase disaster resilience and reduce the amount of time during which rainy weather train operation regulations are applied Expanding reinforcement of slopes (JR , JR Kobe Line, )

Further advancing introduction of systems for detecting Advancing the introduction of a system that automatically detects abnormal behavior, such as a derailment, etc., stops the train, and stops nearby trains with an emergency stop signal abnormal behavior in trains

・Advancing installation at stations on conventional lines with high levels of usage, etc. (more than 100,000 daily passengers boarding and alighting and stations where the priority of installation.is at the same level as stations with 100,000 daily passengers boarding and alighting) Further advancing installation of platform gates ・Moving forward with installation of platform gates at major stations with service by Sanyo Shinkansen trains.

Steady installation at stations with more than 3,000 daily passengers boarding and alighting Further advancing installation of blister tactile paving blocks with horizontal tactile paving on the inner side and at all Shinkansen stations

Introducing condition monitoring equipment on trains Advancing the introduction of equipment that can grasp the condition of rolling

Transitioning from ground-based inspections to on-board Installing rolling stock on-board inspection equipment that uses sensing equipment, etc. inspections

Introducing systems that utilize wireless in order to continuously control trains Introducing wireless ATC “JR-West Group Medium-Term Management Plan 2022” Overview of Major Initiatives As of May 8, 2019 Red letters: Additions after the announcement of the medium-term management plan FY2019.3 FY2020.3 FY2021.3 FY2022.3 FY2023.3 FY2024.3～ Implementing initiatives related to safe and reliable Reducing large-scale transportation disruptions, including disasters and external causes in addition to Railway Business Increasing customer internal causes, minimizing the effects of transportation disruptions satisfaction transportation Improving the quality of information provision through the enhancement and use of displays, tablets, etc. Providing information at times of transportation Providing information through train location information services, websites, and applications, disruptions enhancing information provided directly to customers ▼Opening an official Twitter account for train operating-status information Providing appropriate guidance services that are easy-to-understand for everyone, including inbound customers, inexperienced customers, etc. (preparations in stations, trains) Offering appropriate, easy-to-understand guidance services Enhancing “customer satisfaction think-and-act initiatives that are communicated to customers” by employees, ease-of-understanding of guidance signs and announcements

Creating environments that are easy-to-use for our changing and increasingly diverse range of customers Creating comfortable, convenient environments (stations, trains, manners, etc.) Promoting “mutual assistance” so that customers help each other and talk to each other, encouraging employees to talk to customers

Providing information regarding examples of improvement, Actively providing information about initiatives to address “customer feedback” and customer plans, etc. (two-way communications) expectations, including plan stages.

Increasing Optimizing maintenance operations and increasing business continuity by simplifying complex railway productivity Maintenance system change equipment, transitioning from ground-based inspections to on-board inspections, etc.

Expansion of ICOCA area ▼Sanyo Main Line: Aioi-Wake, Ako Line: Banshu-Ako-Osafune, Hokuriku Line: Daishoji-Omi-Shiotsu Revising services and equipment with consideration for ▼ (on-board type) usage, appropriately allocating personnel for “operations that are effectively performed by people.” ▼ ▼: Wakayama-Gojo (on-board type) Advancing operation of JR Ticket Offices (“Midori-no-madoguchi”) in ways that do not require face-to-face contact, considering one-person operations

Advancing data usage across organizational boundaries, supporting business execution and working Pursuing innovation targeting the realization of the Implementing reforms style reforms utilizing cloud services and GIS (geographic information systems), etc. through technology Technical Vision Advancing the creation of frameworks using open innovation, targeting the resolution of issues through the use of external capabilities Expanding areas in which issues are resolved through technology, expanding collaboration outside the company Considering measures for the realization of seamless, one-to-one services at the Umekita (Osaka) in order to progress more quickly underground station Opening of Umekita (Osaka) underground station▼

Utilizing railway operations technologies outside the Acquiring and accumulating know-how through participation in overseas railway businesses company, including overseas Reflecting to domestic businesses, considering external development of railway operation business “JR-West Group Medium-Term Management Plan 2022” Overview of Major Initiatives As of May 8, 2019 Red letters: Additions after the announcement of the medium-term management plan FY2019.3 FY2020.3 FY2021.3 FY2022.3 FY2023.3 FY2024.3～ ▼Starting up organizations specializing in the Shinkansen business Railway Business Shinkansen Implementing rigorous risk management to realize a high level of safety (continuous management through PDCA cycle, etc.) Enhancing technical skills to increase safety and reliability (enhancing technical development system, etc.) Rigorous safety management ▼Completing installation of surveillance cameras in trains (16 rolling stock) ▼Completing installation of surveillance cameras in trains (8 rolling stock) ▼Installing protective equipment, expanding medical equipment Installing platform gates at major stations with service by Nozomi trains

▼Completing replacement of platform gates at Shin-Kobe

Advancing initiatives to promote self-service ticket purchases and increase total travel convenience Increasing the quality of transportation services Increasing comfort of train interiors and stations ( Station renovation, station toilet beautification, etc.)

Steadily advancing opening preparations (installing equipment, building operational systems, etc.)

Maximizing the Kanazawa-Tsuruga segment opening Uncovering new tourist attractions and enhancing existing attractions by Fukui Branch effect for the

Opening of the Kanazawa-Tsuruga segment of the Hokuriku Shinkansen▼

▼Installing platform gates in Station tracks 2, 5 Kansai urban area Completing double track on Kyoto-Joyo segment of Line▼ ▼Installing platform gates in Osaka Station tracks 5, 8 ▼Installing platform gates in Kyobashi Station tracks 3, 4 ▼Installing platform gates in Sannomiya Station tracks 2, 3 ▼Installing platform gates in Osaka Station tracks 1,2 ▼Installing platform gates in tracks 3,4 ▼Installing platform gates in Takatsuki Station tracks 3,4 Increasing the quality of transportation services ▼Commencing fee-based seat service ‐"A seats" on special rapid trains ▼Commencing operation of commuting-hour service ‐"Raku-Raku Harima" ▼Introducing 227-series rolling stock on the Manyo-Mahoroba Line and the Wakayama Line ▼Completing Nishikujo Station facility improvement ▼ Introducing ICOCA point services, post-paid services using the PiTaPa card ▼ Launching ICOCA and ICOCA commuter pass for Railway, , , Kita-Osaka Kyuko Railway Improving ability to respond to train delays, enhancing information provision

▼Opening of northern section of and Umekoji-Kyotonishi Station on the Sagano Line Increasing railway belt value Development of areas along railway lines in conjunction with city development projects Continuing projects through community collaboration (Osaka Loop Line Renovation Project, Kyoto-Umekoji area project)

Considering the realization of seamless, one-to-one services Maximizing the effect of the Umekita (Osaka) underground station opening Opening of Umekita (Osaka) underground station▼ “JR-West Group Medium-Term Management Plan 2022” Overview of Major Initiatives As of May 8, 2019 Red letters: Additions after the announcement of the medium-term management plan FY2019.3 FY2020.3 FY2021.3 FY2022.3 FY2023.3 FY2024.3～ Developing and enovating strategic stations Railway Business Other West area Implementing city development efforts, centered on core ▼Onomichi (Enhancing tourism functions) cities in the West Japan area Increasing the transportation quality of the limited express “”

Setouchi Palette Project

Uncovering new tourist attractions and enhanceing existing attractions by Fukui Branch

Invigorating communities, centered on tourism Communicating regional appeal utilizing TWILIGHT EXPRESS MIZUKAZE in cooperation with local communities

▼Commence operation of WEST EXPRESS

Considering the simplification of railway equipment through the use of new technologies, reevaluation of necessary functions, etc. Realizing safe and sustainable railway/transportation services Formulating basic plan for realizing the conversion of the to LRT (next- generation streetcar system)

Expanding stores, such as Seven-Eleven allied stores, food service stores, etc.; Non-Railway Sales of goods & food Strengthening operating capabilities for directly-operated developing new formats Businesses services business formats

▼Tennoji (east exit) ▼Okayama ▼Kyobashi (north exit) Advancing development and renovation of in-station ▼Tamatsukuri ▼Shin-Osaka ▼Tenma stores ▼Kyoto ▼Ashiya ▼Nishi-Hiroshima Expanding store openings that leverage group synergies (real estate / hotels / shopping centers), expanding store openings to non-Group properties Opening convenience stores/food service stores, etc., outside stations ▼Cafe （Drip-X-Cafe） Osaka North ▼Seven-Eleven Koshienguchi ▼Seven-Eleven Tarumi Advancing development plans for Osaka, Sannomiya, Hiroshima Real estate lease and Advancing plans for Big Three projects (*shared by each sale business) ▼ekie (Hiroshima) Phase 3 ▼ekie (Hiroshima) Phase 4 (Lease) ▼Senrioka ▼Toyama ▼Kishibe ▼Fukushima ▼Kanazawa ▼Kaitaichi ▼Maya ▼Mukomachi ▼Tarumi ▼Ibaraki (Sale) ▼Noda ▼Hiroshima Futaba-no-sato ▼Hiroshima Otemachi Advancing city development initiatives in areas along ▼Ritto ▼Moriyama railway lines ▼Akash ▼Tennoji ▼Shimamoto ▼Maya ▼Hiroshima ▼Okamoto ▼Kobe ▼Tsukamoto ▼Tennoji ▼Suma Developing strategic stations, etc., with maximum utilization of Group resources (Hokuriku Area, Participating in redevelopment projects “JR-West Group Medium-Term Management Plan 2022” Overview of Major Initiatives As of May 8, 2019 Red letters: Additions after the announcement of the medium-term management plan FY2019.3 FY2020.3 FY2021.3 FY2022.3 FY2023.3 FY2024.3～ (Sale) ▼Shimomaruko ▼Kachigawa ▼Yamato ▼Toyosu Real estate lease and ▼Ryokuchi-Koen ▼Yokosuka sale ▼Higashi-Murayama ▼Motosumiyoshi ▼Totsuka ▼Kugayama ▼ ▼Fuchu Expanding initiatives in growth markets outside of areas ▼Minami-Fukuoka along railway lines and railway service area ▼Yokohama Mitsuzawa ▼Hiyoshi ▼Yokohama Seya ▼Saginuma

Participating in overseas businesses

Advancing renovation Non-Railway Shopping ｃenters Businesses Pursuing shopping center operations with a focus on ▼LUCUA ▼The CUBE (Kyoto) ▼Toyama changing needs and local conditions ▼ekie (Hiroshima) Phase 3 ▼MONT et MER Ashiya ▼SUN STATION TERRACE OKAYAMA Increasing competitiveness by utilizing new systems/point ▼ekie (Hiroshima) Phase 4 standardization ▼Toyama Implementing collaborative Internet initiatives, expanding initiatives targeting low-cost operations, advancing usage through the introduction of shared points

Implementing development of ｌifestyle-support-oriented shopping centers Establishing the lifestyle-support-oriented shopping center business model and deploying it outside stations ▼Expanding SUITA GREEN PLACE

Hotels Implementing multiple openings of high-class accommodation-oriented hotels (Vischio) ▼Osaka ▼Kyoto ▼Toyama ▼ (rebranding) ▼Shin-Osaka front gate ▼ Yotsubashi Expanding openings, centered on accommodation- oriented hotels ▼Hiroshima Shinkansen gate ▼ Hachijo gate ▼ gate front ▼Tsubaki cho in front of ▼Iidabashi Korakuen ▼Nihonbashi Ningyocho

Advancing large-scale renovations Granvia Kyoto Granvia Osaka Renovating existing hotels and strengthening operating capabilities Advancing earthquake resistance reinforcement work and customer-room renovation Nara Hotel (Main building) Strengthening chain operations and operating structure in Japan and overseas

Developing / operating formats that can respond to a wide range of new needs, such as inbound, tourism, leisure usage, etc. (high-class accommodation-oriented hotels, community-oriented casual hotels, high-end capsule hotels) Addressing diverse needs through development/operation of new formats ▼First Cabin Station ▼First Cabin ST. Kyoto Umekoji RYOKAN ▼Umekoji Potel KYOTO